The word “leader” and the concept of “leadership” have roots that can be traced back to the years 1250 and 1815, respectively (Cole, Stavros, & Herath, 2018). Consequently, the past 750 years has yielded a variety of competing ideas regarding the definition of what makes a leader. A quick search on Amazon generates over 40,000 results for books on leadership, for example. Moreover, over 39 distinguishable leadership styles can be found among countless articles and textbooks. Despite the breadth of literature available for review, disagreements surrounding the concept of effective leadership and how it can be measured abound. In fact, the search for defining leadership in general has introduced additional enquiries and trials that have simply created more quarrels. By merely turning on the television, it is abundantly clear that the world is currently amidst a leadership crisis on nearly every level (Cole, Stavros, & Herath, 2018). Nevertheless, the elements that create an effective and successful leader remain under review.
Something that nearly all scholars, business partners, and even governments can agree on, however, is that leadership is important. Leaders can indeed “make or break” establishments. Results from a recent Gallup poll demonstrated that nearly half of employees looking for new jobs left their previous place of employment due to poor management (Gandolfi & Stone, 2018). With the substantial cost involved with the hiring process of new employees as well as the onboarding process, this statistic should raise many red flags. In fact, not only has effective leadership been correlated to lower attrition rates, but it has has been directly linked to organizational success as a whole (Madanchian, Hussein, Noordin, & Taherdoost, 2017). Since all groups have leaders, whether they are within the realm of business, in elementary school classrooms, or within families, this makes leadership a concern for everyone. When leadership is lacking, all stakeholders, both within the organization and outside of it, are affected somewhere on the continuum with varying results and publicity. Most people have experienced a situation in which leadership works and plenty illustrations of disastrous results when it doesn’t. The responsibility for the future of organizations resides within its leaders and their ability to drive those who will take it there (Gandolfi & Stone, 2018). Thus, the yearning to determine what constitutes effective leadership is at the forefront of research.
Despite the tremendous variation in ideas of what these criteria entail, scholars do agree on the principle that leaders are not only born, but they can be made (Gandolfi & Stone, 2018). Although undoubtedly some individuals are indeed born with unique and innate traits that drive their journey, the bulk of leaders must continuously work to foster these qualities. The research seems to point to five commonalities found within effective leaders. These individuals all seem to “model the way for others, thrive on the challenge of change, foster environments of innovation, encourage trust and collaboration, and are prepared to chart a course into uncharted territories” according to a review published by Lawrence Technological University (Cole, Stavros, & Herath, 2018) (Madanchian, Hussein, Noordin, & Taherdoost, 2017) (Gandolfi & Stone, 2018) . In essence, leaders are decidedly deliberate (Gandolfi & Stone, 2018). Effective leaders were also noted to be learning leaders, continuously working on improving themselves and others (Xie, 2019). In doing this, these leaders not only work to provide the tools for their followers to succeed, but they also serve as a form of inspiration and encouragement (Cole, Stavros, & Herath, 2018). Essentially, effective leaders are able to simultaneously talk the talk and walk the walk by utilizing high levels of emotional intelligence and training (Gandolfi & Stone, 2018).
The question is then raised: how can we measure leader effectiveness? According to a multitude of research studies, evaluating effective leaders is best done by observing the consequences of a leader’s actions (Madanchian, Hussein, Noordin, & Taherdoost, 2017). Leadership effectiveness is achieved when a leader is able to steer a group of people to create positive outcomes for the organization through improved performance in their roles. Other measurements of effectiveness include improved employee performance, satisfaction, decision making, and commitment, to name a few (Madanchian, Hussein, Noordin, & Taherdoost, 2017). Employee input on leaders within the organization can also be incredibly advantageous. This feedback allows for continual improvement from a leadership standpoint, which consequently translates into more enriched results for the everyone (Kang & Jin, 2015).
There are few examples of effective leadership that can match the strength and success of that of the United States Military. The Navy SEALs in particular are an exemplary illustration of what is possible with superiority in leadership. The SEALs credit a large part of this achievement to recent changes in accepted standards, preparation, and training. Harvard Business Review contributor Michael Schrage echoed the importance of training when he expressed the concern that one of the downfalls of the business world was that it is heavily saturated in education while lacking tremendously in training. While the search for and attainment of knowledge is necessary, it is insignificant without the aptitude to put it into practice and adapt to fluctuations (Schrage, 2015). This is precisely where the significance of training enters the picture. As the SEALs tradition states, “under pressure, you don’t rise to the occasion, you sink to the level of your training” (Schrage, 2015). In an ever-changing world where pressure is inevitable, this emphasis on training is more than applicable.
As expected, however, quantity of training is not nearly as critical as the quality of the training. The SEALs believe in this concept wholeheartedly and have implemented it well. Their training foundation relies on four main premises: “produce excellence not ‘above average’, incentivize excellence not competence, incorporate new ideas from the ground, and lead by example” (Schrage, 2015). The success of the SEALs under this training regimen has been clear and unmatched. Interestingly, as the bar was raised for performance under these training concepts, the achievements correspondingly increased. This idea was not new. For decades, research has shown that as benchmarks are heightened, performance and potential follow the ascent (Schrage, 2015). Studies also support the idea of positive teaching styles, showing higher rates of accomplishments as a result. Moreover, the importance and value of training extends beyond the level of formal leaders and has been shown to improve outcomes at the level of informal leaders as well as followers (Tafvelin, Hasson, Holmström, & Schwarz, 2018). With supportive data as robust as this, it is astounding that more of an emphasis has not already been placed on improving training curriculums as a means to cultivate enhanced outcomes.
The importance of effective leadership is immense and well documented. After all, “a good leader can make a success out of a weak business plan, but a poor leader can destroy even the best plan” (Madanchian, Hussein, Noordin, & Taherdoost, 2017). Successful leaders create a positive work climate spurring pride and satisfaction in a job well done among the team, while mutually sharing the benefits of accomplishment. In a world that is rapidly evolving as fast as the one we live in, leadership during times of change and the capability to transform and overcome challenges are crucial. As the Navy SEALs as well as a number of research papers have demonstrated, developing a vigorous, consistent training plan within any given organization, commitment to effective leadership is strengthened and progressive outcomes are sure to follow.
